Strategic Planning Models

Many approaches to strategic planning exist, and there is no one best model. IAPA experts will work with you
to craft a process that fits your needs. In order to provide an idea of the different strategic planning models,
the table below outlines broad categories and represents approaches that can help focus your thinking about
strategic priorities.
For all strategic planning efforts, youll also want to consider these crucial questions.
1. How does our work support the universitys mission?
2. What processes can we put in place to get where we want to go?
3. Which stakeholders need to participate in the strategic planning process?
4. How will we communicate our efforts to stakeholders?
5. Who will do what and by when?
6. How will we assess the effectiveness and result of our plan?
Model

Reflective Questions

Values

1.
2.
3.

What do we value?
Based on our values, where do we want to be several years from now?
How do we transform our values into action?

Goals

1.
2.
3.

What is our purpose?

What do we hope to accomplish?
How do we prioritize our goals?

Strengths, Weaknesses,
Opportunities, and
Threats (SWOT)

1.
2.
3.
4.

What do we see as our strengths?

What do we identify as weaknesses?
What opportunities do we have or want to create?
What threats might impact our unit?

Backward Design

1.
2.
3.

What do we want to be doing or have in place several years from now?

What milestones can we identify along the way?
What inputs do we need in order to create our intended outcomes?

Drivers and Roadblocks

1.
2.
3.

What structural, personal, and cultural forces are supporting change?

What structural, personal, and cultural forces are blocking change?
How do we increase drivers and decrease roadblocks in order to move forward?

Identity

1.
2.
3.

Who are we now?

Who do we want to be in several years?
What do we need to do to become who we want?

Office of Institutional Accreditation and Program Assessment

The University of Texas at Austin

Spring 2012

Strategic Planning Terms

There are no universally accepted definitions for the terms associated with strategic planning, just as there is
no one, right way to carry out the process. In order to provide consistency at UT Austin, however, we
encourage you to consider using the following definitions because they align with our assessment language.
Definition

Vision

Mission

Goals

Objectives

Timeline

A vision describes the ideal state of

being that would exist as a result of
an organizations efforts. It defines
the ultimate outcome and generally
is neither achievable nor
measurable, but is inspirational.
The mission describes the purpose
of an organization and why it exists.
It is not measurable. Optionally, it
identifies the customer/consumer.
Goals consist of broad and unmeasurable statements about what
the organization is trying to
accomplish to meet its mission.
They represent the areas where
you want to focus for improvement.
Objectives describe the results of
reaching the goals. The objectives
should focus on the outcome of
your efforts, and not the process
that you use to get there.
The timeline specifies a general
calendar for implementing the
strategy and collecting related data.

What question(s) does it answer?

What will be as a result of your
organizations efforts?

We provide educational
opportunities for students
seeking a degree.

What three to five areas do you

want to improve or impact?

Goal 1: We will ensure that

students improve their
understanding of research.
Goal 2: We will hire the best
faculty.

What do you plan to achieve within

each goal area?

G.1.O.1 (Goal 1, Objective 1): All

students will engage in research
by enrolling in a capstone
course.

When will you begin and reach your

objectives?

What steps do you need to take

(beyond routine activities) to fulfill
your objectives?

Methods

The measures or procedures you

will use to collect information on
how well you are achieving your
strategies.

What evidence will you collect to

help you measure your progress?

Standards

The identified target or minimum

performance standard.

How will you know if your

strategies have been successful?

Office of Institutional Accreditation and Program Assessment

All students in Texas will have a

college degree.

Why does your organization exist?

What is its purpose?

Strategies outline the most

significant steps and activities you
intentionally plan that support the
fulfillment of each objective. Note
that strategies should extend
beyond routine and expected
operational activities.

Strategies

Example

The University of Texas at Austin

G.1: We will begin offering

capstone courses in Fall 2014. By
2018, all seniors will be enrolled.
G.1.S.1: Each department
identifies a capstone committee.
G.1.S.2: Each department
appoints faculty to teach
capstone courses.
G.1.S.3: Committee approves
capstone curricula.
G.1.S.4: Committee approves
capstone course grading rubrics.
G.1.M.1: Percentage of
departments with capstone
courses.
G.1.M.2: Percentage of seniors
enrolled in capstones.
G.1.M.3: Percentage of seniors
earning a B or better based on
rubrics.
G.1.S.1: By 2018 100% of seniors
will be enrolled in capstones.
G.1.S.2: 85% of students will
achieve a B or better.
Spring 2012